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BUSI 642 REPLIES WEEK 5 DUE 4/21/2019

BUSI 642 REPLIES WEEK 5 DUE 4/21/2019

Discussion Board Forum 1: Replies 
Reply Prompt: For your replies, respond to 2  classmates, identifying at least 1 strength and 1 weakness in their  reasoning, supported by scholarly sources, the text, and biblical  principles. You may to reply to any of the thread responses, even if  they are different than the thread prompt you chose.
Submit your replies by 10:59 p.m. (CST) on Sunday.
You are required to reply to 2 other classmates’ threads; each reply must be 250–300 words. Each  reply must include at least 2 scholarly sources (published within the last 5 years) in addition to the course textbook and relevant biblical integration. All citations and references must be in current APA format.

     Jessica DB 2  Collapse          
Downsizing Human Resources
     The advent of economic crises often prompts most  organizations to adopt a wide array of survival strategies such as  downsizing. However, the subsequent employment of downsizing as a  panacea to a firm’s emerging challenges in a given market typically ends  up having adverse effects on surviving employees. Stresses owing to  increased workloads for the remaining staffs can, in turn, result in  lowered workers’ commitments to an enterprise and significantly  truncated performance levels, a phenomenon that is mostly referred to as  the survivor’s syndrome (Van Dick, Drzensky, & Heinz, 2016).  Subsequently, managers who lead those that remain in an organization  following a downsizing exercise should anticipate encountering some  challenges in the course of supervising the surviving workforce as the  latter is bound to a present company stewards with a plethora of issues  like underperformance, job insecurity, and reduced commitments to a  firm.
Through psychological after-effects of anxiety, fear, and  mistrust, surviving employees often pose considerable threats to an  organization’s performance and future productivity due to the  restructuring of small workforces to carry out seemingly ameliorated  numbers of roles (Van Dick et al., 2016). Due to the detrimental effects  that downsizing practices have on the remaining workers often damages  staffs’ commitments to an enterprise and subsequent productivity, it is  imperative for Human Resources Departments (HRDs) of such firms to  support those that are tasked with directly managing the remaining  employees. An organization’s HRD can achieve this by actively developing  viable mechanisms of addressing the plights of surviving workers like  the issue of job insecurity which can potentially induce stress thereby  triggering a chain reaction characterized by dissatisfaction, desire to  quit, and high turnovers (Van Dick et  al., 2016). As a consequence, HRDs should make it their prerogatives to  credibly re-establish a sense of job security in order to boost the  productivity of all remaining staffs consequently improving a firm’s  performance and profitability.
     Nonetheless, undertakings like addressing employees’  job security concerns by an organization’s HRD with the intentions of  supporting managers in coping with workers that survive a downsizing  exercise should not necessarily entail any indemnities of continued  staff engagement. In lieu of such warranties, HRDs can alternatively  offer a firm’s remaining workers an opportunity to enhance their  marketability through company-sponsored aptitude and career development  training (Noe, Hollenbeck, Gerhart, & Wright, 2017). Showing  employees that an organization is still committed to ensuring that  surviving workers remain employable may, in turn, end up encouraging its  staffs to reciprocate such gestures with heightened devotions to their  jobs thereby boosting productivity.
Additionally, HRDs of enterprises undergoing downsizing  exercises can significantly aid those managing the surviving employees  to inspire better performances among such staffs by rekindling trust  between these supervisors and their subordinates. HRDs can realize this  by ameliorating the frequency and clarity with which the information  about pre- and post-downsizing plans are communicated to the remaining  workers (Noe et al., 2017). Through convincing and easily comprehensible  rationales on why a downsizing exercise had to be initiated, an  enterprises’ surviving employees’ concerns about their job securities  can be eliminated amicably devoid of any adverse retaliatory measures by  such staffs like high turnovers.
     Concisely, downsizing exercises are often marred by  grievous side effects, especially on employees that survive such ordeals  with the most notable upshots being reduced employees’ productivity and  commitment to an organization. However, through their HRDs, firms that  downsize while displaying genuine considerations for their remaining  workers’ welfare and motivation end up overcoming the challenges posed  by scaling-down a workforce consequently maintaining desirable  performance and competitive advantage (Cohee, 2019). As a result, it is  paramount for enterprises to be cognizant of the unpalatable sequels of  downsizing on the remaining staffs and the firm as a whole in order to  minimize subsequent high turnover rates among the surviving staffs  thereby enhancing the workforce pool of such organizations. Downsizing  as topic can play a significant role in aiding readers to conceptualize  God’s nature and the need for business people to emulate such a  character. While Christians may not necessarily be Biblically obliged to  provide staffs with jobs, they are nonetheless challenged to be  compassionate and kind to employees during company cutbacks.
Cohee, G. L. (2019). Corporate downsizing. Organizational Dynamics, 48(1), 38-43.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.
Van  Dick, R., Drzensky, F., & Heinz, M. (2016). Goodbye or identify:  Detrimental effects of downsizing on identification and survivor  performance. Frontiers in Psychology, 7, 771.

 Robert Falcon                 DB2 – Falcon     Collapse          
Contemporary Issues in Human Resource Management
Bobby Falcon
Liberty University
Dr. Waldo
Forum 2
What  is the difference between training and career development? Of these two  concepts, which is more likely to increase retention in an  organization? Why?
Training  is a specific action taken by a firm to educate one or more employees  on the proper methods to complete tasks, or to make them aware of  situations and hazards they may face in the workplace. Training often  involves an annual refresh on the information pertinent to the location  or job(s) being performed. New training can come up any time a new piece  of equipment is bought, or when a new type of position is created in an  organization. Development goes far beyond that which training is  intended to do. This involves a means and method to evaluate performance  of employees as well as providing tools and incentives that encourage  growth. 
The  Bible says, “For while bodily training is of some value, godliness is  of value in every way, as it holds promise for the present life and also  for the life to come” (1 Timothy 4:8, ESV). Training and development at  work can be more than tasks for ensuring work is efficient, safe, or  that a person grows professionally. While today’s corporate environment  is a difficult place to incorporate religion, firms can provide a play  where its employees can serve the community through support of  volunteerism and partnerships with local churches and non-profit  organizations. 
             Development at work is important for firms that want to be attractive  to work for. The time of finding one job and remaining at an employer  for life is much a thing of the past so firms are tasked with offering  more to keep good people. According to Noe, et al., “As training  continues to become more strategic (that is, related to business goals),  the distinction between training and development will blur. Both  training and development will be required and will focus on current and  future personal and company needs” (Noe, Hollenbeck, Gerhart, &  Wright, 2017, p. 379). In the corporate world, tasks are changing  rapidly, and workers are challenged with a continuous information flow.  Technological advancements and constant innovation make learning in the  workplace necessary for all levels of staff at a corporation (Billett,  2015). Billet writes:
The  degree of discretion that individuals have in their work delineates the  kind and extent of problem-solving activities and scope of the problem  space with which they negotiate. This discretion is something exercised  through everyday work activities, and not reserved for interludes  intentionally associated with learning and development (2015, p. 228). 
Training  and development are both vital pieces that similar but unique roles in  the workplace. It seems that of these two, development is of more  importance to retention as this practice empowers and challenges  employees. Management should ensure that adequate training is delivered  to meet employee needs and that the skills necessary for doing the job  are being included in the training program for the company. Career  development is a highly important part of what a human resources  department should develop in the workplace and managers should support  development as this enhances competencies for the firm. Managers should  plan an active role in professional development by assisting  subordinates with formulating action plans for their career development.  Feedback should also be given to employees on how they perform and in  what ways this relates to their development goals (Otoo & Mishra,  2018).
Billett, S. (2015).  Work, discretion and learning: Processes of life learning and  development at work. International Journal of Training Research, 13(3),  214-230. doi:10.1080/14480220.2015.1093308
Noe, R., Hollenbeck, J., Gerhart, B. & Wright, P. (2017). Human resource management : gaining a competitive advantage. Dubuque: McGraw-Hill Education.
Otoo,  F. N. K., & Mishra, M. (2018). Influence of human resource  development (HRD) practices on hotel industry’s performance: The role of  employee competencies. European Journal of Training and Development,  42(7/8), 435-454. doi:10.1108/EJTD-12-2017-0113

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